Assignment On An Introduction To Project Management: Shahjalal University of Science and Technology, Sylhet
Assignment On An Introduction To Project Management: Shahjalal University of Science and Technology, Sylhet
Assignment On An Introduction To Project Management: Shahjalal University of Science and Technology, Sylhet
Submitted by
Group Name: Pathfinder Group Emai : pathfinder!sust"gmai !com Name Ariful slam Sohel 'iranmaya Shib (oni *d. *a+su *iah Tarjina ,ahan Taha Amina -egum 'elen *oshiur (ahman Titan #egistration No! !""#!$%"&! !""#!$%"&) !""#!$%"$& !""#!$%")! !""#!$%"). !""#!$%".!
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'ave a defined timescale. Projects have a clearly specified start and end date /ithin /hich the product or service must be produced to meet a specified customer re9uirements.
The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMB K!, "rd edition, #$$% # &odney Turner, 'and Boo( of Project)Based Management, McGraw)'ill, 1**".
A life0cycle :a beginning and an end, /ith a number of phases in bet/een;. 'ave an approved budget. Projects are uni9ue in nature. They do not involve repetitive processes. 'ave limited resources. At the start of a project an agreed amount of labour, time, money, e9uipment and materials are allocated to the project.
A single point of responsibility :i.e. the project manager;. Team roles and relationship that are subject to change and need to be developed defined and established :team building;.
nvolve an element of ris+. Projects entail a level of uncertainty and therefore carry the business ris+.
'ave an outcome. A project has a specific outcome such as ne/ high/ay, a ne/ office building, a ne/ piece of soft/are, and so on.
/!, Project Management <enerally, Project management is concerned /ith the overall planning and coordination of a project from conception to completion. t aimed at meeting the stated re9uirements of project and ensuring completion on time, /ithin cost and to meet the e3pectations of sta+eholders by maintaining re9uired 9uality standards. Project *anagement is defined by the -ody of 5no/ledge as 7 the application of knowledge, skills, tools, and techniques to project activities to meet stakeholders needs and e pectations from a project. $ Peter *orris defines Project *anagement as6 ....the process of integrating everything that needs to !e done as the project evolves through its life cycle in order to meet the project o!jectives. ) 0eatures of Project Management
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The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMB K!, "rd edition, #$$%
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Aimed to meet the sta+eholder2s needs and e3pectations1 Planning /hat needs to be done, /hen, by /hom, and to /hat standards1 A set of s+ills 0 specialist +no/ledge, s+ills and e3perience1 A suite of tools 0 document templates, planning soft/are, and revie/ forms1 A series of processes 0 time management, cost management, ris+ management change management1
-uilding and motivating the team1 =oordinating the /or+ of different people1 *onitoring /or+ being done1 *anaging any changes to the plan1 > Delivering successful results.
Project management can be considered as the process of bringing together all the project activities, resources and people necessary to carry out the project goals and objectives successfully. t utili8es the e3isting organi8ational structures and resources and applies a set of tools and techni9ues to accomplish the tas+ /ithin the constraints of time, cost and scope.
1!, Project Management *riang e Projects need to be controlled to meet their objectives and deliver benefits. The objectives of project are defined in terms of triple project constraints scope, time, and cost. A further modification of the constraints separates product 9uality from scope, and turns 9uality into a fourth constraint. 2ost 2ost
Quality
Quality
Expectations
Time
Scope
*ime
Scope
Figure-2: The +roject management diamond
The time constraint refers to the amount of time available to complete a project. ?or e3ample6 /e are arranging for a stall in -oisha+hi *ela that starts in five days.
Figure-3: Direct project goals performance, cost, time The cost constraint refers to the budgeted amount available for the project. ?or e3ample6 arranging the stall must not spend more than &!""" T+. The 3ua ity constraint refers that the project /ill satisfy the needs for /hich it /as intended. ?or e3ample6 developing a searchable and informative /ebsite. All the /or+ that has to be done to achieve the time, cost and 9uality objectives defines the project scope. The scope constraint refers to /hat must be done to produce the project@s end result. The scope can change over time, and it is the project manager2s responsibility to ensure
the project /ill still deliver its defined benefits. ?or e3ample 0 you are constructing a building on a lot that has a height restriction of ." feet.
$!, *ypes of Project *uch of /hat the project /ill comprise and conse9uently its management /ill depend on the category it belongs to. <enerally projects can be classified into the follo/ings. 2onstruction Projects The project produces an artefact. The value generated by the project is embedded in the artefact. The artefact may be a comple3 system /ith human and mechanical components. ?or e3ample6 customer call centre, T system, method guideboo+, and /arship. #esearch Projects The project produces +no/ledge. The +no/ledge may be formally represented as models, patterns or patents or the +no/ledge may be embedded in a /or+ing process or artefact. ?or e3ample6 business modelling, developing a ne/ species of /heat, developing novel approaches to project management. #eengineering Projects The project produces a desired change in some system or process. ?or e3ample6 renumbering the -D telephone system, designing and installing a Ai0?i system. Procurement Projects The project produces a business relationship contractually based /ith a selected supplier for a defined product or service based on a fi3ed specification andBor a defined specification process. ?or e3ample6 imposing ne/ rules and measures on a regulated industry, outsourcing a specific construction or research project. 4usiness Imp ementation Projects The project produces an operationally effective process. The value generated by the project is embedded in the process. ?or e3ample6 developing a ne/ business process to repac+age and e3ploit e3isting assets, installing e0commerce. Some projects are difficult to classify under this scheme e.g. *oving offices, putting a man on the moon by the end of the decade, ne/ Labour and this difficulty arises from an ambiguity about the purpose of the project. $!& 5n the basis of geographica segmentations projects can be c assified into fo o6ings!
4ational C Padma -ridge. Provincial or Divisional C Urban Primary 'ealth =are Project Area C Public University Urban C Aaste *anagement =ommunity C *other and =hild 'ealth =are.
Self0sustaining projects Project 4enefits Productive but non0revenue projects Service sector
4on0core projects
4esides these+ some other c assifications of project are fo o6ed in 4ang adesh! Such as8 4ationally mportant projects 4on0 nationally important projects.
E9terna resource 'i)ision has c assified projects in 4ang adesh on the basis of sources of aid! Such c assifications are8 A- project USA D project DA4 DA project = DA project etc.
P anning 2ommission has c assified projects on the basis of its functions in different sectors! Such as8 Dducation project Population control project ndustry Project Dnergy project Agriculture project
IME' c assified project on the basis of geography or territory! *hey a so c assified on 6ho 6i imp ement the project8 *inistry project Division project
:!, Project Manager A project manager is a professional in the field of project management. 'e is responsible for accomplishing the stated project objectives. 5ey project management responsibilities include creating clear and attainable project objectives, building the project re9uirements, and managing the triple constraint for projects, /hich is cost, time, and scope. . Derivative responsibilities of a project manager include6
identifying the project re9uirements1 establishing clear and achievable objectives1 adapting the specifications, plans, and approach to the different concerns and e3pectations of the various sta+eholders.
The project manager can be considered as the person /ho is responsible for integrating and coordinating all the activities of a project and directs them to complete the projects successfully. Project managers must not only strive to meet specific scope, time, cost, and 9uality goals of projects, they must also facilitate the entire process to meet the needs and e3pectations of the people involved in or affected by project activities. :!& ;ua ities of a Project Manager The success of a project greatly depends on a project manager. As a single point of responsibility project manager must have a range of 9ualities including6 <eadership t gives a project manager complete control on the project activities and it includes t helps to hold the project team, customers and suppliers together in t +eeps the smooth flo/ of information about goals, performance, decision0ma+ing ability, problem0solving ability, communication s+ills etc. Peop e management common purpose to/ards the right objectives. Effecti)e communication creating e3plicit guidelines.
,
A Guide to the Project Management Body of Knowledge, "rd -dition, .ewtown /0uare,
t re9uires an understanding of the formal and informal structure of all t helps a project manager to bargain in a rational /ay and settle re9uired activities There is a great propensity of conflict in project management and a
organi8ation involved in the project. as /ell as the cost. 2onf ict management flo/ of /or+. P anning t includes schedule planning, technical planning, cost planning, individual and team planning and these are re9uired to perform by a project leader efficiently to achieve the goals and objectives of the project. 2ontract management A project leader must have the capability to direct its team to fulfil the contractual obligations in an efficient manner. Estimating t includes estimating the project duration, cost and the more one can estimate accurately the more chances of success of a project. Prob em so )ing A project leader must come up /ith innovative solutions to conflicts that arise instantly. 2reati)e thin=ing *ime management t enables a project manager to generate ne/ ideas, concepts and alternative t is one of the most important duties of a project manager to complete the solutions in order to solve problems and achieve successful project outcomes. project /ithin defined time to meet the customer re9uirements. project leader must have the capability to mitigate them in a rational manner to +eep the smooth
The AP*2s -E50 Association of project *anagers :U5; The P* 2s -E5 C project management institute :USA;
The Project Management Institute3, A Guide to the Project Management Body of Knowledge (PMB K!, "rd edition, #$$%
The P*-E5 describes project management under the follo/ing nine +no/ledge areas /hich is also +no/n as functions of project management are described belo/ and as illustrated in figure 0 ) belo/.
Project Management
Project Time Management Acti1ity 4efinition Acti1ity /e0uencing Acti1ity 4uration -stimating /chedule 4e1elo+ment /chedule 6ontrol
Project Integration Management Project Plan 4e1elo+ment Project Plan -5ecution Integrated 6hange 6ontrol
Project Scope Management Initiation /co+e Planning /co+e 4efinition /co+e 7erification /co+e 6hange 6ontrol
Project Cost Management &esource Planning 6ost -stimating 6ost Budgeting 6ost 6ontrol
Project uman !esource Management rgani9ational Planning /taff Ac0uisition Team 4e1elo+ment
Project Communication Management 6ommunications Planning Information 4istri8ution Performance &e+orting Administrati1e 6losure
Project !is" Management &is( Management Planning &is( Identification :ualitati1e &is( Analysis :uantitati1e &is( Analysis &is( &es+onse Planning &is( Monitoring and 6ontrol
Project Procurement Management Procurement Planning /olicitation Planning /olicitation /ource /election 6ontract Administration 6ontract 6loseout
Project Integration Management describes the processes re9uired to ensure that the various elements of the project are properly coordinated.
Figure-#: 1er1iew of +roject management (nowledge areas and +roject management +rocesses
Project Scope Management describes the processes re9uired to ensure that the project includes all the /or+ re9uired, and only the /or+ re9uired, to complete the project successfully. Project *ime Management describes the processes re9uired to ensure timely completion of the project. Project 2ost Management describes the processes re9uired to ensure that the project is completed /ithin the approved budget.
Project ;ua ity Management describes the processes re9uired to ensure that the project /ill satisfy the needs for /hich it /as underta+en. Project Human #esource Management describes the processes re9uired to ma+e the most effective use of the people involved /ith the project. Project 2ommunications Management describes the processes re9uired to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. Project #is= Management describes the processes concerned /ith identifying, analy8ing, and responding to project ris+. Project Procurement Management describes the processes re9uired to ac9uire goods and services from outside the performing organi8ation. B!, Project Management En)ironment The project environment directly influences the project and ho/ it should be managed. % Understanding this environment includes a number of issues6
Sta+eholders :all interested parties; =lient re9uirements =ompany2s organi8ation structure *ar+et re9uirements =ompetitors 4e/ Technology (ules and regulations Dconomic cycle
&ory Bur(e, Project Management Planning and 6ontrolling Techni0ue, # nd edn3, <ohn =iley > /ons, Australia, 1**#3
?or project management to be effective they must have a thorough understanding of the project environment /hich may /ill be changing and so continually shifting the goal posts. The project environment consists of the numerous sta+eholders and players that have an input or are affected by the project. All must be managed as any one person could derail the product. C!, 4arriers of a Project *any things can go /rong in project management. These things are often called barriers. 'ere are some possible barriers6
Poor communication1 Disagreement1 *isunderstandings1 -ad /eather1 Union stri+es1 Personality conflicts1 Poor management1 and Poorly defined goals and objectives.
D!, 'e)e opment of Project Management as an A ternati)e Approach of Management Project management has been practiced since early civili8ation. Until &G"" civil engineering projects /ere generally managed by creative architects, engineers, and master builders themselves, for e3ample Hitruvius :first century -=;, =hristopher Aren :&F$!C&%!$;, Thomas Telford :&%.%C&#$); and sambard 5ingdom -runel :&#"FC&#.G;. t /as in the &G."s that organi8ations started to systematically apply project management tools and techni9ues to comple3 engineering projects.
As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defence activity. T/o forefathers of project management are 'enry <antt, called the father of planning and control techni9ues, and 'enri ?ayol for his creation of the five management functions that form the foundation of the body of +no/ledge associated /ith project and program management. -oth <antt and ?ayol /ere students of ?rederic+ Ainslo/ Taylor@s theories of scientific management. 'is /or+ is the forerunner to modern project management tools including /or+ brea+do/n structure :A-S; and resource allocation. During &G."@s t/o mathematical project0scheduling models I=ritical Path *ethodI :=P*; and IProgram Dvaluation and (evie/ Techni9ueI :PD(T; /ere developed. These mathematical techni9ues 9uic+ly spread into many private enterprises. -ecause of technology revolution :&G.# to &G%G;, facilitated the emergence of several project management soft/are companies including Artemis :&G%%;, Eracle :&G%%;, and Scitor =orporation :&G%G;. n the &G%"Js other project management tools such as *aterial (e9uirements Planning :*(P; /ere also introduced. -et/een the middle &GF"Js e3ecutives began searching for ne/ management techni9ues > tools and organi8ational structure that could be 9uic+ly adapted to a changing environment. n &GFG, the Project *anagement nstitute :P* ; /as formed to serve the interests of the project management industry. -y the &G#" companies began using the principles of P* for the implementation of TK*. n &G#&, the P* -oard of Directors authori8ed the development of /hat has become A <uide to the Project *anagement -ody of 5no/ledge :P*-E5 <uide;, containing the standards and guidelines of practice that are /idely used throughout the profession. During &GG"Js companies had reali8ed that implementation of project management /as essential for their organi8ations because of different factors and driving forces li+e competitiveness and customer e3pectations. ?inally, companies began to recogni8e the benefits of implementation of project management. *any ne/ concepts had developed for the support of project management.
The concept /as concurrent engineering, empo/erment, re0engineering, and scope change control and ris+ management.
n this era mergers and ac9uisitions create more multinational companies and multinational project management became a major challenge. t is difficult to achieve maturity as 9uic+ly as possible then maturity models for project management provide corporation /ith the basis of strategic planning for project management. =oncept of 7Si3 SigmaL is being applied to project management for continuous improvement in P* methodology. Hirtual project teams and virtual project management become more common in this era. As project management continuous to gro/ and mature, many tools > techni9ues and /orld/ide standards /ill be established. # &,!, #e ationship bet6een Project Management and Genera Management <eneral management encompasses planning, organi8ing, staffing, e3ecuting, and controlling the operations of an ongoing enterprise. <eneral management also includes supporting disciplines such as legal contracts, computer system, sales and mar+eting, personnel and human resource management. <eneral management s+ills provide much of the foundation for building project management s+ills. Some general management s+ills that are highly li+ely to affect most projects are leading, communicating, negotiating, problem solving, and influencing the organi8ation. These s+ills are /ell documented in the general management literature, and their application is fundamentally the same on a project.
The Project Management Body of (nowledge Generally acce+ted +roject management Knowledge and +ractice
and
'arold Ker9ner, @Project managementA A system a++roach to +lanning scheduling and controlling, =iley, #$$* -1olution of Project Management +art 1 > #, @www3+rojectsmart3co3u( @ 4ennis Boc(, Project Management, *th edn3, Gower Pu8lishing Btd3, #$$;
Application areas are categories of projects that have common elements significant in such projects, but are not needed or present in all projects. Such as management speciali8ations /hich is government contracting, community development, or ne/ product development. No6 6e 6i compare genera management and project management on the basis of
concept of project and non8project! Project management differs from general management largely because projects differ from non projects. Projects ha)e a defined timesca e! The major differences bet/een general management and project management are in the nature of projects, and the fact that most general managers have a full time team that reports to them, /hereas project managers often have teams assigned only for the duration of project. Each project is uni3ue! Project managers must be creative and fle3ible, and have the ability to adjust rapidly to changes. Ahen managing non0projects the general manager does almost everything is routine and is handled routinely by subordinates. ?or the project manager, almost everything is an e3ception. Projects are temporary in nature. Ene more difference that is self evident bet/een project management and operation management is that operations have permanence /hile projects are rather temporary in nature. Projects are carried out in a transient organization! The organi8ation is spread over different geographical areas. The project target can, over the years of implementation change. Thus project management is hitting a moving target from a moving platform /hereas operation management is hitting a merely shifting target from a stationary platform.
Projects ha)e a higher potentia for conf ict than non8projects! <eneral management has direct control over the staff /hereas the control by project management over the staff is limited. 4aturally they /ill also not to be bound by the organi8ations o/n /or+ ethics and discipline. *any may find this uncomfortable, as it /ould re9uire a lot of patience and s+illed listening and negotiating capability. Projects in)o )e an e ement of ris=! Another difference bet/een projects management and general management is that project managers are often to /or+ /ith /hich is very difficult to estimate duration, costs, and resources re9uired, because the /or+ is ne/ or it has been done only a fe/ times. The general management, on the other hand, is often associated /ith repetitive tas+s that have enough history for times and costs to be +no/n. Project budgets and schedu es are constructed different y from standard+ non8project budgets and schedu es! -udgets for non0projects are primarily modifications of budgets for the same activity in the previous 9uarter or year. -y contrast, project budgets are ne/ly created for each project and often cover several periods in the future. A project budget is derived directly from the project plan that calls for specific activities. Projects often donEt fit into traditiona manageria hierarchy! A reasonably /ell0defined managerial hierarchy still e3ists in general management1 subordinates report to superiors and the lines of authority are clear. n project management, this is rarely the case. The project manager may be relatively lo/ in the hierarchical chain of command and still have a high level of responsibility for completing a project successfully. (esponsibility /ithout the authority of ran+ or position is so common in project management that it is the rule, not the e3ception. Project in)o )es a sing e point of responsibi ity! 4e/ product development is seen as a project management and should be entrusted to a man other than operations manager. f management persists /ith the operations manager and his team, innovations and successful completion of the tas+ is less li+ely than if the job is given to a project manager. &&!, Summary
There is a ne/ or rene/ed interest in project management today as the number of projects continues to gro/ and their comple3ity continues to increase. A project is temporary, uni9ue, and the product of a multifaceted and progressively elaborated process that produces a solution for a specific objective. ?or the endeavor to be successful, the project must be accomplished on time, /ithin budget, and to the appropriate degree re9uired to satisfy the objective. ?or success to be achieved, the project manager must be s+illed and operate in an environment /hich enables a project team to function. D3cellence in project management should be vie/ed as the positive trend in the performance of successful projects. Using a more disciplined approach to managing projects can help projects and organi8ations succeed. The profession of project management continues to gro/ and mature. n the U.S., the military too+ the lead in project management and developed many tools such as <antt charts and net/or+ diagrams, but today people use project management in virtually every industry around the globe. The Project *anagement nstitute :P* ; is an international professional society that provides certification as a Project *anagement Professional :P*P; and upholds a code of ethics. Today, hundreds of project management soft/are products are available to assist people in managing projects.